Employee Engagement ArticlesDiscover effective strategies to retain university staff during mergers, focusing on clear communication and cultural alignment.
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Effective internal communication is the backbone of every successful organization. Learn the ins and outs of internal communications with our research-backed white paper.
Access NowData shows that between 70% and 90% of all mergers and acquisitions fail, with poor communication consistently identified as a primary factor. As financial pressures mount across the sector, institutional mergers have evolved from last resorts to strategic options for long-term sustainability. For university leaders and HR professionals, the challenge is clear: how to retain valuable staff throughout these complex transitions while maintaining institutional knowledge and ensuring minimal disruption to student experiences.
When employees feel disconnected during organizational change, they become disengaged, resulting in minimal effort and higher turnover rates. Research shows that organizations with effective communication are more than 50% more likely to have lower-than-average turnover during transitions. This comprehensive guide explores evidence-based strategies to retain university staff during mergers through effective internal communication practices.
Merger announcements on university campuses trigger immediate waves of speculation and anxiety. Without proper communication channels, institutions quickly become rumor mills, with harmful speculation spreading rapidly among faculty and staff.
Research reveals that during organizational change, particularly mergers, employees experience heightened levels of social isolation (75%), anxiety (57%), and emotional exhaustion (53%). In academic settings, where professional identity is deeply intertwined with institutional affiliation, these impacts are magnified.
Faculty members question whether their research will remain valued or if their teaching responsibilities will change. Administrative staff worry about job redundancies, while student-facing professionals fear disruption to support services. Without clear answers, many choose to leave rather than face prolonged uncertainty.
Staff exodus during higher education mergers carries substantial costs beyond recruitment expenses:
Gallup research reveals that one-third of the U.S. workforce is engaged, with 74% feeling they miss important company news due to ineffective internal communication. During mergers, this disconnect becomes even more problematic.
Higher education experts emphasize that mergers should be part of larger strategic plans designed to create institutional sustainability, not isolated tactics. The same principle applies to communication during mergers - it must be strategically integrated into every phase of the process.
Despite good intentions, many higher education institutions struggle with effective communication during mergers for several reasons:
These challenges are compounded by the fact that employees want purpose in their lives, including at work. They're identifying what makes them happy and whole, seeking holistic satisfaction beyond just job security.
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Effective internal communication during university mergers requires a strategic approach that addresses both information needs and emotional concerns:
By creating greater size and scale, mergers provide opportunities for cost savings, operational synergies, and the chance to engage and re-energize stakeholders. Effective communication is the bridge that connects current challenges to this future vision.
“Effective communication and alignment of goals between the merging institutions are crucial, ensuring a shared vision and commitment to collaboration.” - Haydn Chen, Professor Emeritus of Materials, University of Illinois at Urbana-Champaign
Retaining university staff during mergers requires a multifaceted approach that addresses the unique aspects of academic institutions while leveraging proven communication practices:
When mergers are announced, employees often feel blindsided, triggering immediate concerns about job security. A proactive communication strategy minimizes negative impacts by:
Creating a detailed communication timeline:
Establishing multi-channel communication approaches:
Julie Thompson, writing for business.com, emphasizes that "since employees often feel blindsided when a deal is announced, company leaders and other internal communicators can minimize the negative impact... by creating a proactive communications strategy". This approach should include preparing messages and developing a timeline while remaining flexible as circumstances evolve.
Gartner research indicates that employees are increasingly questioning traditional value propositions, seeking purpose and holistic satisfaction in their work. During university mergers, this becomes even more pronounced.
Strategies for updating and communicating the Employee Value Proposition:
According to Karen Ferris, 82% of employees identify the importance of organizations seeing them as people, yet only 45% believe they are seen this way. During mergers, this perception gap can widen unless deliberately addressed.
Mergers create unique opportunities to build new relationships and foster collaboration across previously separate institutions. Diversity, equity, and inclusion initiatives can play a crucial role in helping staff feel valued during transitions.
Effective engagement approaches during mergers:
Research from Gartner shows that organizations implementing sustainable DEI strategies achieve a 20% increase in organizational inclusion, yielding measurable outcomes like increased productivity. During mergers, these initiatives help create a sense of belonging in the newly formed institution.
Technology plays a vital role in keeping all staff informed and engaged during mergers.
Key technology considerations for merger communication:
Cerkl Broadcast offers higher education institutions a powerful platform for these exact situations, enabling personalized, targeted communications that reach the right people with the right information at the right time.
Key features include:
These features collectively empower higher education organizations to foster a more connected and informed community.
Even well-intentioned merger communication plans can falter. Being aware of these common pitfalls can help higher education leaders avoid them:
When information is withheld (even when done for legal or strategic reasons), the resulting vacuum fills quickly with rumors and speculation. While certain details may be confidential during merger negotiations, communication about the process itself should never stop. Providing regular updates—even when the update is "we're still working through details"—maintains trust and reduces anxiety.
Each higher education institution has its own unique culture, traditions, communication styles, and identity. Failing to acknowledge and respect these differences can create resistance and resentment. Successful merger communications recognize and honor both institutional cultures while building bridges toward a shared future.
Department chairs, program directors, and other middle managers are critical communication conduits during mergers. Research shows that informed employees are more likely to focus on job-related tasks and have greater commitment to the organization. Equipping these leaders with information, talking points, and support helps ensure consistent messaging reaches all levels of the organization.
While financial benefits and strategic advantages may drive merger decisions, employees experience transitions emotionally. Communication that addresses only rational benefits while ignoring emotional concerns appears tone-deaf and disconnects leadership from staff experiences.
Turn your internal communications strategy around today
Successful staff retention during mergers requires not just strategies but practical tools for implementation:
A well-structured timeline ensures comprehensive coverage throughout the merger process:
PhaseTimeframeCommunication FocusChannelsResponsible PartiesPre-Announcement1-3 months before public announcementPrepare leadership and key communicatorsConfidential briefings, trainingSenior leadership, HR, CommunicationsAnnouncementDay 0-3Explain merger rationale, timeline, and immediate impactTown halls, email, intranet, press releasePresident/Chancellor, Merger CommitteeInitial IntegrationFirst 30 daysAddress immediate questions, provide regular updatesFAQ documents, department meetings, digital updatesDepartment heads, HR, CommunicationsActive Integration31-90 daysFocus on progress, integration milestones, and success storiesWeekly updates, integration portal, success spotlightsIntegration teams, CommunicationsStabilization91+ daysReinforce new identity, celebrate achievements, gather feedbackRecognition events, surveys, new brand elementsLeadership, Communications, HR
Effective communication during mergers must be tailored to different audience needs:
For Faculty:
For Administrative Staff:
For Student-Facing Staff:
Tracking communication effectiveness and employee engagement during mergers provides valuable feedback:
Higher education mergers, while challenging, need not result in a massive staff exodus and organizational trauma. As highlighted throughout this post, strategic internal communication serves as the foundation for successful transitions that retain valuable staff and protect institutional knowledge.
The evidence is clear: organizations with effective communication are 50% more likely to have lower turnover during transitions. In higher education, specifically, mergers should be viewed not as isolated tactics but as part of larger strategic plans designed for long-term institutional sustainability.
By developing comprehensive communication strategies that address both informational and emotional needs, higher education leaders can transform mergers from threats to opportunities, engaging staff in building a stronger, combined institution rather than losing them to uncertainty and fear.
Want to dive deeper into proven internal communication strategies that drive employee engagement and retention during organizational change? Download our comprehensive The Importance of Internal Communication White Paper for research-backed insights, case studies, and implementation frameworks.
Ready to transform your internal communications strategy? Visit Cerkl's Higher Education Solutions to learn how our platform is helping universities maintain staff engagement during periods of significant change.
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How do we share merger news without losing staff?
Give early, transparent updates, spell out role-specific impacts, and host regular two-way forums (town halls, weekly FAQs) to curb rumors.
What incentives actually keep university employees from leaving?
Tie perks to mission: protected research time, bridge funding, sabbatical guarantees; add retention bonuses and flexible work for professional staff, while maintaining core benefits.
How can we blend two campus cultures so people stay?
Run joint values workshops, set cross-campus working groups, and spotlight quick collaboration wins to replace “us-vs-them” with a shared identity.
Turn your internal communications strategy around today
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